Scott Hanton

Labs are constantly striving to improve their workflows, innovation, and problem-solving. A key feature of successful labs is a significant level of psychological safety where staff are willing to contribute ideas, observations, and identify challenges. To learn more about how lab managers can promote psychological safety and build a culture that emphasizes vulnerability and sharing, we talked with Karolin Helbig & Minette Norman, co-authors of The Psychological Safety Playbook for Changemakers.

A lab manager walks into a budget meeting with a $500,000 proposal for a new liquid handler, knowing the request will face intense scrutiny while the lab’s capital budget remains tight. Securing approval for major investments like this requires more than explaining the technical need. Success depends on knowing how to prioritize needs, explain why the investment matters in language business leaders understand, and develop a strong business case with a competitive return on investment (ROI).

For many people, making forward progress on their work is critical to the enjoyment of their work and to their motivation. Even a little progress triggers a feeling of accomplishment we need and helps us sustain our productivity. In The Progress Principle, Teresa Amabile and Steven Kramer suggest that progress is a significant contributor to motivation, creativity, and employee engagement. Lab managers can help staff make and feel progress through a variety of actions.